Managing Change

1
Managing Change
And Resistance To Change
2
Sources of Resistance to Change

• Ignorance a failure to understand the situation
  or the problem
• Mistrust motives for change are considered
  suspicious
• Disbelief a feeling that the way forward will
  not work
• Power-Cut a fear that sources of influence and
  control will be eroded.

3
Sources of Resistance to Change

• Loss change has unacceptable personal costs
• Inadequacy the benefits from the change are not
  seen as sufficient
• Anxiety fear of being unable to cope with the
  new situation.

4
Sources of Resistance to Change

• Comparison the way forward is disliked because
  an alternative is preferred
• Demolition change threatens the destruction of
  existing social networks.

5
Types of Resistance

• Functional Resistance
• critically assessing whether change will lead to
  improvements
• exploring the personal consequences of change.

• Dysfunctional Resistance
• avoiding dealing with urgent and pressing issues
• declining to work on what really needs to be done.

6
Types of Resistance

• Functional Resistance
• feelings of regret, anxiety or fear
• to a previous history of non-disclosure and poor
  working relations.

• Dysfunctional Resistance
• blaming and criticising without proposing
  alternatives
• sabotaging change
• non-collaboration with others.

7
Scepticism

• Causes are complex
• Often slow to overcome
• Sceptics often dislike the language change is
  expressed in and want practical and demonstrable
  benefits
• Not wholly negative - can be constructive in
  reality-testing change.

8
THE CHANGE EQUATION FACTORS NECESSARY FOR
EFFECTIVE CHANGE
A The individual, group or organisation level of
dissatisfaction with the status quo B A clear and
shared picture of a better future - how things
could be C The capacity of individuals, groups
and the organisation to change (orientation,
competence and skill) D Acceptable and do-able
first action steps E The cost (financial, time,
aggro) of making the change to individuals,
groups and the organisation.
9
The Change Equation
A B C D must be greater than E
10
The Change Equation When Elements Are Missing
B C D means that the urgent will drive out the
important and change will go to the bottom of
the in-tray.
11
The Change Equation When Elements Are Missing
A B D means that with no investment to
improve change management capacity, anxiety and
frustration will result.
12
The Change Equation When Elements Are Missing
A B C means that the change effort will be
haphazard and there will be a succession of
false-starts.
13
A 4-Stage Process For Dealing With Resistance

• Consider Different People
• Work With Values and Beliefs
• Understand and Relate to Needs and Problems
• Tailor Your Message to Your Audience.

14
Consider Different People

• Identify the adopters - the staff the change
  will affect
• Identify key professional and organisational
  groups
• Identify crucial opinion-leaders in the
  organisation.

15
Work With Values and Beliefs

• Assess whats important to people with regard to
  the change at personal, professional and
  organisational levels
• Understand and relate to what people consider
  important.

16
Understand and Relate To Needs and Problems

• For all key players, assess Whats in it for
  Me?
• Dont be too precious about the detail of the
  approach proposed
• Understand peoples problems and needs from
  different perspectives.

17
Tailor Your Message To Your Audience

• Do homework - get to know whats important to
  individuals and groups
• Keep the message as simple as possible
• Use case studies and examples to show benefits
• Highlight multiple pay-offs from change
• Use both informal formal communication.